It may seem like an unambitious claim for the output from a project to satisfy ‘most of the people, most of the time’, but to me, as editor of the refresh of the APM Body of Knowledge, it seems a realistic ambition – and the latest round of consultation suggests that we are on track to deliver.
Eighteen months ago the UK Government’s project delivery profession launched its Project Delivery Capability Framework (PDCF).
When asked about governance of projects, many of us think immediately of overly bureaucratic and long processes to get approvals.
Do you feel overwhelmed by the number or variety of projects that you’re handling simultaneously? Many professionals welcome the opportunity to take on different roles and responsibilities, or to deal with several clients or campaigns at the same time – there’s no better way to avoid boredom.
What do the city of Montreal, the 2012 London Olympics, and the UK Borders Agency have in common? They are all examples of organisations coordinating complex projects that encountered significant problems: • An $11m Montreal overpass had to be demolished less than a year after completion because its positioning did not fit the redesigned road access to a nearby bridge, also under redevelopment.
"I don’t feel my team is taking adequate responsibility.
The motivated team is the more productive team.
I am an avid fan of the BBC medical soap Holby City.
Knowing how to define and manage critical path is accepted as an essential skill for project managers.
In 2017 the Association for Project Management, Arup and University College London published a report on the future of project management.